Monday Musings -- Intentional (Team) Inheritance

Working hard here to keep my thoughts shorter than a chapter's length!

Having spent 30 years in the US Air Force, I inherited a new team 17 different times.

In other positions, I was an individual contributor to the team, and with Space Force, a key senior leader helping to build a new team from scratch.

Sharing that I don't see much difference in any of those roles in terms of applying 4 of the 5 things Marlo covers below, and her full text article linked at the end of these notes.

When you don't lead anyone, it isn't necessarily or usually your role to conduct an objective talent assessment. We may not have that authority.

Regardless, it is still important to understand the talent around us not to criticize or call anyone out, rather to look for where strengths and weaknesses; overlaps and underlaps are manifest, then working to address them through collaboration, connection, and appropriate engagement.

The best functioning teams will do this as a matter of routine, and it is encouraged to sharpen skills across the team. The other four recommendations deeply resonate with me as someone who lead teams in some of the most high-demand, and high-stakes environments on the planet.

I'm sharing several other things learned across those years that align with Marlo's resonant thinking:

1) Develop real relationships -- get to know people in meaningful ways, not just transactional ways. Engage, experience, empathize.

2) Do your homework -- learn everything you can about the team, the mission, the goals, the objectives, the organization, and of course, the people, before the first day on the job where and when possible).

3) Focus on developing other leaders every day -- not just being "large and in charge". Leaders, whether at the team's head or contributing to its' success should first and foremost be building other leaders.

4) Fight for feedback -- really engage in the exercise, not a cursory effort. Feedback is championship caliber fuel when delivered openly, honestly, and with positive outcomes in mind.

5) Lead with boldness and courage -- don't be afraid to ask probing questions, really dig into details, and make changes if needed. Boldness and courage does not mean being brash and callous.

How to Lead a Team You Inherit by Marlo Lyons Marlo Lyons [Good follow!]

When you step into a new leadership role, how you engage your inherited team sets the tone for your entire tenure. You need to move thoughtfully, not impulsively. Here’s how to get started.

Lead with curiosity, not conclusions. Biases often influence early assessments, so avoid quick judgments when assessing your new team. Instead, ask questions, listen more than you speak, and look beyond first impressions to uncover both gaps and hidden strengths.

Conduct an objective talent assessment. Ground your evaluations in data. Review past performance, survey results, and stakeholder input. This structured approach reduces bias, builds credibility, and reinforces fairness—even if you ultimately have to make tough decisions.

Invest in trust. Whether or not you plan to make changes to your team, communicate your expectations and decision-making criteria. Offer honest feedback and meaningful opportunities for people to contribute. Short-term team members, when treated with respect, can become key allies.

Weigh preservation with transformation. Don’t confuse speed with strategy. Sudden shifts in direction can erode psychological safety, damage your reputation, and cost critical institutional knowledge. Change should honor the strengths that already exist.

Balance fresh perspective with continuity. Fresh eyes are valuable—but so is experience. Before letting anyone go, ask who can evolve, who’s quietly holding things together, and who could thrive given the right support.

Full text article: 5 Steps for Leading a Team You’ve Inherited